Briefly Summarize The HRPM

Although being a member of the CIPD is not paramount to practising HR, a professional body does have a large role to play in setting and improving professional standards.

The ‘Thinking Performer’ also challenges what (s)he sees/does and thinks for him/her-self instead of blindly following orders. The situation may have changed which affects the usual way things are being done or why they are needed. (S)he looks beyond the results to why they are required and tries to make a positive difference to the organisation. Every organisation is a living organism and the HR professional should be a (pro)-active member rather than a follower. In the HR Professional Map this is represented by required behaviour such as ‘curious’, ‘courage to challenge’ and ‘personally credible’.

The following document is intended as a general guideline for collecting, storing and using HR data in the organisation.

The report will discuss the CIPD HR Profession Map and how the framework and standards within it define a HR professional. The professional areas, the bands and the behaviours will be outlined and the two core professional areas as well as two behaviours will be evaluated to explain how they uphold the concept of ‘HR Professionalism.’ Examples from the knowledge and activities in band 2 will be used in support.

HR professionals have to think carefully about what they are doing in the context of their organization and within the framework of recognised body of knowledge. They have to perform effectively in the sense of delivering advise, guidance and services that will help the organisation to achieve its goals.

The HRPM is a visual illustration of the activities, skills and behaviours required to be effective in an HR role. It based on information and best practice shared globally by HR professionals. Many organisations around the world now use it to benchmark their HR capability.

The standards set out in the CIPD Profession Map, developed in collaboration with HR and L&D professionals, senior business people, academics and their organisations across the world, aim to set the bar high, based on research for last five years. They determine what the best HR and L&D professionals and organisations are doing, what they know and understand, to really make a difference and drive the performance of the organisation.

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

FOUNDATION CHRP CL&D ASSESSMENTRecording, analysing and using HR information (3RAI)3RAI_F203A_HR_June – Core Unit Assessment – Version 3 June 2012Student name:

Further to the recent organisation re-structure forecasting the closure of the HR department, the following report has been created to highlight the importance of the HR activities and the support it offers within the organisation.

We currently have an experienced team of skilled consultants who are key to our expansion and growing reputation as a professional and knowledgeable contact centre recruiter. You will integrate well with the team and they are delighted to have you on board.

The CIPD HR Profession Map describes what HR professionals need to do, what they need to know and how to do it within each professional area at four bands of professional competence.

Competencies; shape of work envFloor: day to day admin sp function (pay, absence, docs etc)http://www.cipd.co.uk/hr-resources/factsheets/hr-business-partnering.aspxhttp://www.personneltoday.com/articles/2008/04/15/45340/dave-ulrichs-model-defence.htmlConcerns amongst HR staff regarding erosion of perceived power.Advocates like the ‘three legged stool’ model; HR as a meaningful and active part of the decision making of the businessDiscuss how it would work in different orgs (sizes, sectors, cultures, localities). Ulrich suited particularly to large orgs. P23 main workbook – expanded model.

The Human Resource Professional (HRP) Map displays a clear idea about the required HR skills, knowledge and behaviour to lead the organization to successes. The HRP Map covering of 10 professional areas, 8 behaviours and 4 bands. Sarah Miles (2009), CIPD organizational development director, said: "This is a complete rethink of professional standards, not just a simple face-lift, and that 's not something you can turn around in a short time."

In 2009 the CIPD conducted a report on what human resource practitioner's did, their roles, and activities.They interviewed practitioner's from a large number of professions across different sectors and the result was the production of the HR professional map, that does not focus on job titles, but instead focused on the skills and behaviours. It is simple, flexible and can be used as a whole or in part. Starting with and including the two core professional areas, it consists of ten professional